Project Manager

MICHAEL S. KIMMEL

***** ***** **** ****** ****: 602-***-****

Scottsdale, Arizona 85255 E-mail: abi9ow@r.postjobfree.com

SUMMARY

Fortune 100 and top-tier consulting Program/Project Manager, with a strong

track record of leading and delivering complex, large-scale global Business

Transformation, Business Intelligence and Application Rationalization

projects which eradicate waste, increase efficiency and optimize service

quality in financial services, transportation, and healthcare industries.

MBA/CPA/Prince2 PMP with experience building PMOs, leading multiple

projects and cross-functional teams throughout the full system development

lifecycle (SDLC) from inception to completion while ensuring effective

application of project management methodology and change control processes

to maintain control of scope, schedule and cost. Expertise in:

. Relationship Management - Building trusted partnerships and actively

working with C-Level Executives, business and IT counterparts across all

organization levels to provide automated solutions which deliver

financial benefits, improve operational efficiencies and increase

customer satisfaction

. Project Management - Initiating, planning, executing, monitoring and

controlling, and closing projects. Developing detailed work plans,

schedules, project estimates, resource plans, and reporting status. Fully

managing projects risks, issues, conflicts, and changes, including

identification, analysis, mitigation, monitoring and control

. Financial Management - Developing and managing multi-million dollar

programs and departments including budget development, expenditure

tracking and approvals, forecasting, financial analysis, cost benefit

analysis and project portfolio management models

. Team Leadership/Resource Management - Staffing and leading cross-

functional teams towards specific goals in a rapidly changing

environment. Proven ability to recruit, hire, and motivate 100+ member

geographically dispersed teams including employees, consultants,

contractors, external vendors and offshore/outsourced resources

. Testing -- Leading the testing of systems and deploying test automation

tools which delivered substantial, measurable improvements for product

quality and improved testing team efficiencies

. Project Initiation/Proposal Generation - Creating a compelling

justification for corporate expenditures by demonstrating how the defined

work scope, schedule and detailed cost estimates align with business

priorities which drive growth and operational excellence

Highly developed leadership competencies include verbal and written

communication, leading change, building coalitions, driving results,

problem solving and decision making, conflict management, and acting

decisively

PROFESSIONAL EXPERIENCE

WOLTERS KLUWER PHARMA SOLUTIONS, Phoenix, AZ 2008 - Present

Provides mission critical information to pharmaceutical companies by

gathering data from pharmacies and determining trends in pharmaceutical

prescriptions

Program Manager - Sphere of Influence

Selected by Vice President PMO, to lead business critical Business

Intelligence, Data Warehouse and Application Rationalization program to

revitalize the technology infrastructure and simultaneously introduce new

capabilities

. Led a $5+ million Business Intelligence effort across the entire SDLC

with 100+ employees, contractors and off-shore participants that built

and deployed a scalable Oracle environment integrating 3 suites of

systems, 7 years of data from 100+ vendors and processing 500+ million

transactions per month enabling substantial [$10+ million] revenue growth

. Deployed a real-time data governance (health check) system which improved

confidence in and reliability of data products delivered to

pharmaceutical companies through a business process compliance and

monitoring system which delivers insightful, vendor specific information

through reports, dashboards and analytics

. Obtained C-Level consensus by creating a program vision which established

an agreement around business mission, goals and objectives among project

providers and project participants that became the basis for detailed

project planning and served as a statement of work for the project team

. Conducted C-Level updates on program status, challenges and additional

support required to ensure maximum business benefits are achieved.

Ensured structured project management by running daily scrum sessions and

maintaining the schedule, resource plan, issues/risks list and budget

using the Daptiv Project Portfolio Management tool

Michael S. Kimmel Page 2

DHL WORLDWIDE EXPRESS, Scottsdale, AZ 2002 - 2008

Senior PMO Leader - Order to Cash Process United States (2005 - 2008)

Reporting directly to CIO, selected to lead US order to cash recovery

effort.

. Facilitated US Board Level (CIO/CFO) and Steering Committee communication

and informed decision making. Developed a project portfolio management

model which assessed projects based on costs, timeline, consumption of

scarce human resources, benefits, risks, and inter-dependencies with

other projects.

. Managed $15+ million annual budget and provided clear direction of

support for a team of 5 project managers, 150+ personnel, and 10 vendors,

including off-shore development (Infosys), focused on improving key

metrics through an array of system development and consolidation

initiatives.

. Defined the roadmap and directed a portfolio of projects across the full

SDLC that improved open disputes by 80%, unapplied cash by 66% and AR

Days Outstanding by 20%, while enhancing the architecture to process 400

million shipments annually and enabling PCI compliance.

PMO Leader - Order to Cash Process International Americas (2003 - 2005)

Led the International Americas order to cash business transformation

program.

. Created and obtained executive sponsorship for the enterprise-wide

billing system program strategic direction by providing a better

understanding of functional, customer impact, technology and costs gaps

between the current state and desired state, developing the business case

for change and defining the roadmap to enable change

. Managed a team of 8 Business Analysts who defined regional and country

specific business requirements and functional requirements for an

internally developed enterprise billing system

. Defined the global and regional/country specific test strategy and

managed a team of 5 analysts who prepared structured test plans and

scripts based on the functional requirements, and executed the test and

wrote clearly documented defect reports

. Deployed the billing system in 40+ Latin America and Caribbean countries

reducing operational costs by $20+ million through creation of a shared

service center and decommissioning legacy systems.

Director - Solutions Support (2002 - 2003)

Hired to create a new consolidated production support function for the

Americas.

. Reduced IT total cost of ownership annual operating expenses by 17% ($20+

million) through transparently consolidating hundreds of applications and

servers from 7 data centers into a single regional data center while

simultaneously avoiding the cost of migrating obsolete applications.

. Designed, developed and led a new application support organization (41

transfers, 54 new hires) in less than 6 months while maintaining business

service level agreements.

. Built an SAP basis and support team that led the initial deployment of

the SAP FI/CO (Financials and Controlling) on an R/3 version 4.7 platform

into Argentina and Mexico.

AMERICAN EXPRESS, Phoenix, AZ 1992 - 2001

Director, Credit Application Processing (1998 - 2001)

Recruited internally to turn-around the challenged Global New Accounts

program.

. Developed the strategic vision and migration strategy for application

processing that identified $40 million in business growth opportunities

revenue, $2 million in operational savings enabled by expert systems

while avoiding $4.5 million in Y2K expenditures enabled by the legacy

system decommissioning strategy.

. Built a Program Management Office, instituted a C-Level Executive Level

Steering Committee and developed portfolio management models and yearly

project plans that screened, prioritized and selected projects based on

alignment with business objectives, program budget, project risk and ROI.

. Managed a $10+ million annual budget and 100+ personnel that successfully

implemented a new credit application platform which increased online

account decisions over 15%, enabled delivery of 18 new US products, and

migrated 8 European markets and legacy US products off of legacy systems

Director, Corporate Charge Cards (1997 - 1998)

Created the strategic vision to improve Corporate Services servicing of

Fortune 1000 customers

. Redesigned the servicing workflow and built a rules-based prototype which

validated how closing 17 capability gaps with existing processes, systems

and data structures would improve quality and reduce annual costs by $20

million.

Michael S. Kimmel Page 3

Director, US Call Centers for Credit Cards (1996 - 1997)

Led call center business transformation projects that reduced annual

expenses by $50+ million

. Instituted a closed loop scope management process that identified project

goals, approach and expected outcomes. At project conclusion adjusted

sponsors budget to ensure savings were realized

. Initiated and actively participated in the TARP competitive benchmarking

of call centers, then based on benchmark findings spearheaded projects

that reduced annual operating expenses by $7 million

. Increased by 25% inbound calls handled by interactive voice response

systems through redesigned menus, improved scripting and increased

functionality. Reduced operating expenses by $4+ million annually by

streamlining call processing procedures through expert agent routing and

consolidating four call centers into one

Director, Merchant Processing, (1992 - 1995)

Recruited from Booz Allen to implement a PMO practice for the global

merchant processing programs

. Led the design, launch and operation of a newly created Program

Management Office that introduced enhanced planning and control

processes, controlled a $10+ million dollar budget and brought a

challenged program under control. Drove the completion of the initial

production release and six international implementations

. Directed a $5 million, 40+ person Quality Assurance testing effort which

delivered an automated regression test facility and repository for a 12

million lines of code system. Ensured development of proper test

conditions, use cases, test scripts and test which enabled efficient test

execution, including status and metrics reporting

BOOZ, ALLEN & HAMILTON, New York, NY 1989 - 1992

Senior Associate

Management consulting services focused on improving business results

. Devised business process and technology strategies for financial services

and airline clients that enhanced their competitive position in response

to changing business environments and regulatory requirements

. Developed a cost/benefit model for a $140 million business transformation

program and created a system migration strategy after evaluating

alternatives along four dimensions; cost, functionality, technical and

risk

. Developed and implemented a comprehensive regression test facility for a

start-up electronic broker including functional, volume and fault-

recovery testing

. Created Program Management and Project Management procedures and led

efforts to create a PMO enabling clients to improve project control and

efficiency by adopting consistent processes across all initiatives and

make better decisions about managing and rationalizing the project

portfolio

. Assisted in all aspects of business development including selling,

proposal generation and client presentations

COUNTY NATWEST GOVERNMENT SECURITIES, New York, NY 1986 -- 1989

Vice President

Recruited from Andersen Consulting to build a system development team for a

start-up trading operation

. Established, recruited and managed an internal systems group of 15

professionals who successfully implemented, enhanced and operated the on-

line fixed income trading system supporting a daily trading volume of $2

billion and matched-book positions of $5 billion. Ceased operations

January 1989

ANDERSEN CONSULTING, New York, NY 1982 -- 1986

Senior Consultant

Recruited from Andersen Consulting to build a system development team for a

start-up trading operation

. Obtained hands-on experience and formal training in the entire systems

development life cycle (SDLC) including developing requirements, creating

technical designs, coding and testing programs, creating use cases and

expected results, executing tests and installing systems into production

Other Related Experience

ALEXANDER GRANT & CO., Audit Baltimore,

CPA Staff MD

HERTZ, HERSON & CO., Audit New York,

CPA Staff NY

EDUCATION & TRAINING

M.B.A. - The University of Michigan at Ann Arbor 1980 - 1982

B.S. in Accounting, CUM LAUDE, -- The University 1973 - 1977

of Colorado at Boulder

Licensed as a Prince2 Practitioner (European PMI PMP equivalent)

Licensed in New York as a Certified Public Accountant (CPA)

American Express- training in Six Sigma, re-engineering, project management

training; taught project management

Andersen Consulting - completed 700 and taught 240 hours of system development

training

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